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ASOC 115 University at Albany Albany & Atlantic County Neighborhood Health Discussion

ASOC 115 University at Albany Albany & Atlantic County Neighborhood Health Discussion.

In this exercise, we will be discussing how health patterns are reflected at the neighborhood level and can be affected by neighborhood social factors such as rates of education, access to healthy food, air and water quality, etc. We will be using data compiled by the County Health Rankings & Roadmaps program for the exercise. Follow the steps below to navigate the site and complete the exercise.Click on the link above, then scroll down until you see the option to “Compare Counties” as shown below. Choose your first state and county (you can choose Albany, NY or any other county you’re interested in), then click Go. ( picture 1)Next, you will choose your second state and county to compare with the first. You can use the bar on the left to pick a specific state and county that you have in mind, or use the bar on the right to choose a “peer county” from a list of suggestions. ( picture 2)Once you’ve chosen the second county, the page should immediately show the health-related comparisons of the two counties side by side. Take some time to look through the comparisons. You can also click on each measure listed on the left to check out the description for the measure. (If you want to return to the page listing the health-related comparisons side by side, just click on the “Compare Counties” tab at the top of the interface.) ( picture 3)How do the counties you’ve chosen compare in terms of the health outcomes of their residents? Choose at least two health measures to write about. (For this part, you’ll want to choose from the measures listed under Length of Life and Quality of Life)What might be some of the causes for the disparities or similarities in health between these two counties? Choose at least one measure to write about. (For this part, you’ll want to choose from the measures listed under Health Behaviors, Clinical Care, Social & Economic Factors, and Physical Environment.)Side note: Unfortunately, this database doesn’t provide information on racial and ethnic demographics, but we’ve learned from the textbook that racism is a very important cause of health disparities. Racial disparities are often connected to socioeconomic disparities, but they are not the same, which is why it would have been nice to have those data here as well.
ASOC 115 University at Albany Albany & Atlantic County Neighborhood Health Discussion

L’Oreal Biotherm – Case study

Vision and Branding Strategy: The overall business strategy of L’Oreal stands G-local. On its facets, it has acted in a customized manner across different countries of the globe, considering the needs of each while assessing the cultural perceptions and values. But when it comes to Biotherm, which is a premium segment offering, the vision and strategy are truly global. Biotherm strikes the same basic chords worldwide – of hydration advantage, freshness, naturalism, purity and softness. Though if we look at the generalized concept of beauty, what Biotherm offers is in congruence to these basic chords. It reflects Biotherm’s desire to create a standard image of beauty, health and natural radiance across the globe. The studies in 3 countries showed that the ads of Biotherm lack life, dynamism, dream and sensuality. This is another evidence of the fact that L’Oreal had standard global advertisement concepts for Biotherm. If we look at the naming strategy of some products, Biotherm Homme’s “Coach” is a perfect example of its attempt to be a standard global product. The concepts of the product, its extent of personalization and description attempts were accepted and appreciated across the globe, and at the same time, the concept of “Coach” apparently failed to merge into satisfying the need for autonomy for men. Even when Germany showed problems with Biotherm’s attempt to enter its markets with a non-German name, Biotherm did not alter, and kept true to its basic mission of creating a standard globalized product strategy. L’Oreal also designed global advertisements for Biotherm, on same prototype patterns, with only difference in language; as a part of maintaining its global appeal. Moreover, Biotherm’s prime active ingredient, “Thermal Plankton Extract” used for Biotherm production all over the globe, comes from thermal springs in the French mountains, which, for Niotherm, indicated standard procurement as well. (L’Oreal) Needs addressed by L’Oreal, Biotherm and Biotherm Homme Every individual has a particular set of needs, which at some stage, show similar characteristics. A particular level need for one individual may be a different level need for another. Further, the need of one person may be a mere want of another. Moreover, though the concept for beauty is a Universal, it satisfies individuals at different levels. Some people want to beautiful, just because they want to, others want beauty so that they match their social status, and as suggested by Maslow through his Hierarchy of Needs, each individual moves to satisfy a higher level of need once a he is satisfied at a current level. Cosmetic products address the self-esteem. It fulfils the psychological need of individuals to look beautiful, confident and satisfied at a social level. The driving values of L’Oreal indicate the fulfilment of self-esteem needs of both, men and women. Being beautiful promotes a sense of self-satisfaction, and the use of cosmetics is a tool to promote such self-opinions. Coming to Biotherm and Biotherm Homme, which cater to the luxury segments, it is obvious that they satisfy a level which is higher to that of self-esteem. The satisfaction derived out of luxury products are related to the social needs of people. On the other hand, for some people, it is a safety need – A need to be genuinely safe from harmful effects of cheap or mass products, which contain chemicals that may degenerate skin, thereby, hampering their exquisiteness. Biotherm has a wide range of products further, all of which address different facets and satisfy at different levels. For example, Age Fitness, Densit Lift and Acnopur and products that address the aesthetic appeal of the customers, which basically refers to the motivation to realize one’s own maximum potential and possibilities. Further, products like Hydra-Detox, D-Stress and Aqua Sport are included in the “Lifestyle” category and address the 4th level of Maslow’s hierarchy of needs. Biotherm Homme is another product that tried to satisfy the aesthetic needs of people, by differentiating it from its other offerings and personalizing it, by adding an emotional edge to develop a feeling of self satisfaction. I believe that L’Oreal has done wonders at capturing different spaces of mind for every set of its market, positioning itself in a way that tends to satisfy a need in each of those markets – needs that are distinct to each individual and yet universal in nature. (maslow’s hierarchy of needs) Clinique – The closest competitor to Biotherm Clinique is one of the largest suppliers of prestige make up, that claims to be allergy-tested, fragrance free and confers to originality. Biotherm is similar to it in reference to the nature of target market it caters. Both the brands claim to identify and address individual needs, and advertise accordingly. Clinique and Biotherm, both target the upper segment of consumers, making their offerings prestigious, and have something for metro-sexual men too. Though the orientation of Clinique seems pharmaceutical, Biotherm positions itself as more of a natural beauty offering. This difference is also visible at the websites of each of these brands. The website of Clinique showcases an exquisite range of products, highlighting their fragrance free and allergy tested features, uses subtle colours on the site, but does not showcase beauty models or any such image that are universal to display of beauty or nature. On the other hand, Biotherm uses similar colour schemes, showcases a similar spectrum of high quality products, but focuses also on how it would make customers feel, but using images of models, paying attention to naturalistic beauty. Going by customer perceptions, Clinique is viewed more as product having a pharma-appeal.This can be arrived at from the customer feedback: “I have been using Clinique’s ‘Moisturizer Surge Extra Thirsty Skin Relief’ for a week. It does have similar effect as Biotherm’s ‘Aqua-source Non Stop’, but I still like the Biotherm better because it has better smell. Although Clinique is known as “Allergy Tested, 100% Fragrance Free,” the smell of the moisturizer is weird though not so stinky. So personally I like Biotherm better!” ( The pricing strategy of Clinique differs from that of Biotherm. In India, Clinique products are priced lower to those of Biotherm. On the other hand, the 2 competitors are similar once again, when it comes to their packaging and distribution strategies. (Clinique Say Hello to Great Skin – 3 – Step Skin Care) Similarities and Differences in Results and Focus Group Discussions in 3 Countries To check the brand image of Biotherm products a study was conducted on a focus group comprising of 80 women. The study revealed some interesting results about the perception of the people in France, Spain and Germany, with respect to the brand image of Biotherm. There are deeply ingrained relationships that exist between the focus groups with respect to the characteristics, attitudes and perceptions. Positioned differently in different countries – Biotherm Homme. Even if a brand offers similar product across the globe, it has to position itself in a way that it appeals to individuals across the spectrum of cultures that exist. It has to be ensured that the product is positioned in a way that satisfies an aspiration at every stop. Biotherm Homme has ensured this, and has positioned itself in a different way in each of its target countries. Beginning with Japan, where energy and hard work are the key drivers, Biotherm claims to promote healthy skin and high energy, through its tagline “Skin Fitness High Recharge”. Moving to the west, Biotherm offers innovation and ultra improvised comfort levels in countries that are more open and supportive to change in technology, originality and novelty. In countries where hygiene and purity are a prime concern, it offers to wipe out dullness and promise hydra-detoxification. When there is one standard product at offer, it is tricky to impress a global market having a wide set of perceptions, priorities, values and beliefs. So the most feasible strategy to adopt is to market a global product with G-local approaches, after assessing the needs, awareness and discernment of each market individually. (Biotherm Homme) Conclusions and Communication Implications – German Biotherm Homme Study In a country like Germany, where people advocate a formal lifestyle, the communication strategy of Biotherm Homme promoted otherwise. The study concluded with the findings that German people are more comfortable with and prefer their own culture compared to others, and that initially, Biotherm Homme had failed to understand the German frame of mind. The use of the word “Coach” proved to be un-appealing to the Germans. The concept of “Coach” indicates authority and dominance, which the Germans do not appreciate. So when Biotherm Homme called it a “Men’s Skincare Coach”, it seemed to Germans, an attempt to invade their privacy. German’s hold a “LOW” on the cross-cultural Hofstede’s Power-Distance parameter, which shows that they do not believe in excising power and authority and are more integrated to the characteristics of freedom and individuality; which are contradicted by the concept of “Coach”. Further, most people knew only the native German language and since the instructions on the product were not in German, the product was repelled, even though it was positioned as an attempt to address the growing needs of men of a beau appeal and self grooming personality. I think that understanding the instincts, perceptions and cultural aspects of the country stand to an order before any strategy can be imposed. The first step after the study should be to de-position and then re-position Biotherm, shifting from a “Coach” orientation to an “Expert” orientation. Secondly, the packaging should be re-considered and re-designed in German, so that it appeals to all alike, whether they are acquainted to other languages or not. Also, Germans are more technology-oriented and innovative, and so, the product offered to them should be clear in their origin, their benefits and implications, and they consumers should know what the consumption of Biotherm products would lead to. These steps will help in revitalizing the Biotherm image in Germans and lead to another triumph of the world accomplished L’Oreal brands.

Organizational and Corporate Culture Term Paper

write my term paper Defining Corporate/Organizational Culture Every organization, whether small or big, has an organizational culture. This culture can be defined variously. It involves a collection of common values, practices, symbols, assumptions (Bryson 34), and beliefs that influence members of an organization. Organizational culture is a company’s practices and beliefs that determine how the entity is ran and operate on a daily basis. Employees of an organization share common beliefs and practices, values, norms, systems, symbols, and working language. New employees and other entrants into the organization are socialized into these collective behaviors, attitudes, and assumptions that form part of the entity’s cultural framework. Organizational culture is what shapes the organization’s history, current assumptions, experiences, and key viewpoints that hold it together. Culture is a way of thinking. It is the unwritten or unspoken ways of working together in an organization. Corporate culture shapes the organization’s key strategies and their implementation. As such, it plays a major role in influencing the success of an organization (Zabid, Murali and Johari 711). Importance of Corporate Culture Organizational culture provides a shared platform that ensures that members of an organization are operating from the same page. It provides a basis for integration and coordination of operations in an organization thus guiding behavior and change. Organizational culture helps employees have a common goal and stay united thus providing an organization with a well-networked work setting that is vital for the communication, understanding, and implementation of key organizational strategies (Bryson 752). Get your 100% original paper on any topic done in as little as 3 hours Learn More Corporate culture influences the behavior and social interactions among employees. It establishes or sets standards of acceptable behavior in an organization. Culture links organizational strategies and policies to everyday’s organization activities. This equips the organization with a competitive advantage, thus helping it to achieve its goals and objectives (Zabid et al. 712). Organizational culture reflects and contributes to the brand image of the organization. It shapes how the outside world will view the organization. An organization with a good company image is likely to be viewed by external stakeholders as a better and strong business entity. It makes them view the organization as one that has the capacity to deliver quality goods or services. This enhances the relationship between the external stakeholders and the organization. It boosts efficiency, effectiveness, profitability, and overall performance of the organization (Bryson 751). It promotes efficiency in an organization. Corporate culture influences the standard of behaviors and the kind of goals that members should pursue. This affects change of behavior and attitudes among employees thus aligning them with organizational goals and objectives. We will write a custom Term Paper on Organizational and Corporate Culture specifically for you! Get your first paper with 15% OFF Learn More When the activities and attitudes of employees and members of the organization are well aligned with the organizational goals and objectives, they can deliver much more and more efficiently. This translates to overall improvement of organizational efficiency and performance (Bryson 750, 756). Organizational culture focuses more on human resource in the entity. It helps build lasting cordial relationships among employees. This relationship of mutual respect and understanding helps members of an organization to bring about needed changes in the firm. Since organization culture changes over time, new ways of doing things are adopted. This supports creativity and innovation in an organization which are vital components of success in today’s competitive global market. Organizational culture is the glue that holds the entity together. It helps the internal mechanisms and practices remain intact and effective. Culture binds members of an organization to certain expectations and approved patterns of behavior. This enables the organization to effectively maintain its internal positive working practices and internally handle employees’ grievances (Zabid et al. 711). Organizational culture is vital to the improved performance of both the employees and the organization. It helps increase efficiency among employees which in turn increases performance of the organization. It helps members of the organization to understand key organizational objectives, processes, and events. This enables the members of the organization to understand their role in these processes, thereby increasing their knowledge and performance as well as that of the organization (Zabid et al. 712, 713). Not sure if you can write a paper on Organizational and Corporate Culture by yourself? We can help you for only $16.05 $11/page Learn More Corporate culture is a key influence of decision-making processes among employees in an organization. Good corporate culture enables members of the organization to make informed and guided decisions that inform the direction taken by the organization. Effective decisions and decision- making mechanisms are key components of success in an organization. They facilitate efficiency and effectiveness among employees at the workplace, thus leading to enhanced organizational performance. Strong organizational culture enhances commitment and self- confidence among employees. It facilitates and promotes ethical behaviors among members of the organization. When employees and members of an entity are committed to the organization’s activities, they become motivated and this increases their productivity (Zabid et al. 720, 721). Determinants of Corporate Culture There are several factors that determine organizational or corporate culture. These are analyzed below: Behavior These are the actions and attitudes of individuals and groups towards one another and towards the organization as a whole. It determines organizational culture. Behavior that reflects the values of the organizations is often rewarded and becomes the general, acceptable, and dominant behavior. On the other hand, behavior that does not reflect the organization’s values is not rewarded; it is punished. Behavior plays a vital role in influencing the organizational culture. It includes the way individuals respond to certain conditions. It forms a major component of culture since the latter is the overall set of behavior standards expected of individuals or group of individuals. Culture cannot exist without behavior; it determines the kind of culture an organization has at a particular period (Zabid et al. 720). Relationships These are developed among the employees and the organization over time. It encompasses mutual understanding among individuals or members of an organization. Interaction among employees determines the acceptable and unacceptable norms, behaviors, and assumptions that shape organizational culture. An organization with poor relationship among its members cannot sustain a healthy organizational culture. Corporate culture is dependent on the interrelationships among employees in the organization. Communication and social interaction forms the basis of analyzing acceptable and unacceptable norms and behavior patterns. Therefore, corporate culture is more or less determined by relationships (Hellriegel, Slocum and Woodman 529). Attitudes Individual attitudes influence behavior patterns of these individuals, thus influencing the culture of an organization. The attitude of employees determines the kind of corporate culture that exists in an organization (Balthazard, Cooke and Potter 715, 727). Values The value system among individuals or employees in an organization is paramount to the behavior patterns of these employees. They may be different due to upbringing, religion, and educational levels. However, the organization adapts these many and different value systems to come up with acceptable organizational values that shape the culture of the organization. A change of values by employees leads to a change in the values of the organization, leading to change in organizational culture in extension (Balthazard et al. 715, 727). Environment This is another important aspect when it comes to organization culture. Internal and external factors of a business entity may affect its culture variously. External factors such as political, social, economic and physical environmental may influence the operations of the organization. Organizational structure is a factor within the business entity that informs its cultural framework. When the structure fails to support transparency, this may lead to poor communication, relationships and culture in the organization (Balthazard et al. 710, 714). Organizational culture is expressed through the external and internal practices of the entity. It is seen in the degree of freedom given to employees in decision-making, contributing to new ideas, innovativeness, creativity and personal expression. It is reflected in how well an organization treats its employees and customers as well as the community. Organizational Structure Organizational culture is also influenced by the organization’s structure. This is how an organization distributes power and information throughout its various levels. Employees’ commitment and dedication to the job and goals of the company is also a key indicator of the culture of an organization. When employees are more committed and dedicated to the organizational activities, they provide a corporate image that defines the kind of culture an organization has at a particular period (Zabid et al. 721). Healthy Organizational Culture: Characteristics A healthy organizational culture is characterized by the following key aspects: Organizational Pride Employees of an organization that has a healthy organizational culture take pride in their work. They feel as part of the organization. This makes them feel more obligated to their work. It also motivates them to work more effectively and efficiently. Organizational pride among members of an organization also boosts the image of the entity to its external stakeholders (Balthazard 716). Effective Teamwork, Communication, and Employee Relationships A healthy and strong organizational culture is highly characterized by the presence of highly effective teams. The flow of information and the understanding of this information within an organization is an indication that a healthy corporate culture is present. This allows for effective exchange of information, behavior patterns, norms, and attitudes in an organization (Rothman 220). Quality Leadership Organizations with healthy corporate culture have an effective leadership structure that influences the organizational culture and change. Quality leadership is vital for every organization’s success. It plays a major role in the implementation of key strategies in the achievement of organizational objectives (Balthazard 715). Positive Client-Customer Relations Strong and positive relationship between employees, employees and managers and employees and customers exists in a company with a healthy corporate culture. Innovativeness and Creativity A healthy corporate culture stimulates innovativeness and creativity at the work place. Employees are accorded the right training and suitable working environment to effectively come up with better products and services. This cutting-edge thinking in an organization stimulates the growth of employees as well as that of the organization. Types of Corporate Culture Every organization has a type of organizational culture that is different from that of another organization. However, there are similarities and indicators of corporate culture that can be used to classify different organizational cultures. The following are some of the dimensions applied in defining different organizational cultures: Deal and Kennedy’s Model of Defining Corporate Culture This classification of organizational culture was developed by researchers Deal and Kennedy. They first identified the subcultures, strong cultures, and weak cultures in an organization. Sub Culture A subculture exists where differences in departmental goals within an organization exists. It is the segments or sections of the main organizational culture that show different individual values, norms, behaviour and beliefs different from the main culture. It may arise due to difference in job requirements, different departmental goals and geographical area within the organization (Terrence and Deal 34). It can be within the organization or formed for social interactions outside the organization by members of the entity. Strong Culture Strong corporate culture is highly characterized by employees’ common aspect and sharing of beliefs, norms, behaviours, and values in the organization. An organization with a strong corporate culture is characterized by recognition, respect and strong social relationship among its employees and managers. It makes them feel more proud to be associated with the organization. Employees deliver quality services and goods under a strong organizational culture that recognises them and rewards them accordingly (Terrence and Deal 15). Weak Culture A weak organizational culture is not strongly knit within the organization. It does not fully affect change of behaviour, norms, and work patterns among members of an organization. Communication and implementation of key organizational strategies is not well understood and executed in the organization due to its loose nature. This creates diversity of expected behaviour patterns. Lack of congruence in these organizations is highly associated with the influence of individual’s objectives and culture on the organization (Terrence and Deal 15). Dean and Kennedy came up with the following four types of corporate cultures: Tough Guy Culture According to Terrence and Deal (15), a tough guy culture exists in an organization that has effective feedback mechanisms and which is characterized by high risk. It is more prevalent among large financial service sectors where quick responses are barely a luxury but a necessity. In a tough guy organizational culture, the long term aspects are not considered as much as the short term or present aspects due to the high risk of the organizational activities. This is for example in the police force, sports and emergency response surgeons (Terrence and Deal 111). “Work Hard, Play Hard” Work hard, play hard culture is characterized by rapid feedback and rapid reward as well as low risks. Organizations with a work hard play hard culture are involved in taking few risks and receiving fast feedback. Most software companies are characterized by this work hard, play hard culture (Terrence and Deal 113). Bet-the-Company Culture This is another form of cultural framework found in various organizations. It is characterized by significant decisions touching on high stake undertakings. It is more common in companies performing experimental projects and research such as oil exploration companies (Terrence and Deal 117). Process Culture Process culture is often found in organizations that have slow or no feedback mechanisms. This culture is characterized by procedures that are overly cautious in following the laws, rules and regulations. Consistency of results of the process culture makes it good for public service, insurance companies and the banking sector (Terrence and Deal 119). Market Oriented Cultures There are four types of market oriented organizational/corporate cultures. These are: Entrepreneurial corporate culture Competitive corporate culture Consensual corporate culture, and Bureaucratic corporate culture Entrepreneurial Corporate Culture In entrepreneurial corporate culture, issues of profitability, market superiority, competitive advantage, and profits are more emphasized. In this type of organizational culture, the entity supports values, attributes, and behavior patterns of the employees that lead to profitability. The presence of certain characteristics that supports and enhances the organization’s capability to achieve market superiority that leads to competitive advantage and profitability are key indicators of entrepreneurial corporate culture. In entrepreneurial corporate culture, less emphasis and attention is given to other factors such as predictability and employees’ wellbeing. More emphasis is placed on profitability of the organization (Zabid et al. 715). Competitive Corporate Culture The competitive corporate culture emphasizes on risk taking, high levels of dynamism, creativity, and innovation. In a competitive corporate culture, some aspects of an organization are given priority over others. Issues of competitiveness in an organization or industry are paramount and more important than any other aspect of the organization (Balthazard et al. 719). This corporate culture supports creativity and innovativeness among members of an organization. This is encouraged in order to facilitate a working environment that is conducive for the breeding of competition-oriented employees that are able to produce more competitive products for the market (Zabid et al. 715). Consensual Corporate Culture The consensual corporate culture lays more emphasis on loyalty, tradition, self-management, personal commitment, teamwork, and social influence. It is more evident in family- owned businesses where loyalty, tradition, personal commitment, and social influence play a vital role in the success of the organization in the society. It is not however limited to family businesses. Other organizational structures that support and encourage personal commitment, teamwork, and social influence are characterized by this consensual corporate culture. Members of an organization with a consensual corporate culture feel as part of the organization and are more motivated to bring their share of experiences and skills to the workplace (Zabid et al. 715). Bureaucratic Corporate Culture The bureaucratic corporate culture focuses more on predictability, stability, and efficiency. Bureaucratic culture does not promote creativity and innovations among employees. The employees in such organizations are often subjected to certain set standards and predictable ways of doing things in the organization. This limits adoption of changes in an organization. Procedures, work, and behavior patterns are aligned to be predictable, efficient and stable. Organizations with bureaucratic corporate cultures are more concerned with the effectiveness and predictability of results rather than the profitability and competitiveness of their products (Zabid et al. 715). Case Studies Best Buy Co. Inc. is a US electronic retailer giant. Best Buy has increased its presence in many countries due to its strong organizational culture. This is a customer focused and employees’ wellbeing culture. Best Buy responds quickly to customer needs through its efficient customer service. As one of the leading electronics’ retailer in the world, it strives to deliver the best electronic gadgets and equipments to its dozens of stores across national borders. With a competitive culture that encourages results oriented work environment among its employees, Best Buy has continued to perform better in the electronics industry. The company is also much involved in building long lasting and beneficial customer relationships. For example, there are some stores with shopping assistants to help customers in their shopping as well as take them on a shopping trip. This customer- oriented and competitive culture is good for the company since it is involved in a fast changing electronic market. Founded in 1962 by Sam Walton, Wal-Mart is an American multinational retailer. It has stores in 27 countries, 2.2 million employees worldwide and with expected approximate sales of $444 billion in 2012.Wal-Mart has a strong organizational culture. It has a ‘cult-like’ strong culture. Employees of Wal-Mart exhibit organizational pride; they are very proud to be associated with Wal-Mart. They take pride in their work. They are commonly referred to as ‘Walmartians’ or associates. This is a sign of quality leadership in the organization. Employees and managers are motivated to work better and most of them have high ambitions. Wal-Mart has dedicated team players at all levels as a result of an effective communication system and mechanism. This strong culture has helped Wal-Mart sustain an entrepreneurial spirit throughout. It has made the company to be more innovative, profitable and continue to grow expansively. For example, Wal-Mart is one of the leading private employers and among the few existing trillion dollar companies. Toyota Motor Company which was founded in 1937 by Kiichiro Toyoda and headquartered in Toyota, Japan, is a multinational automobile car manufacturer. Toyota’s growth as one of the leading and most profitable companies in the world is based on its strong entrepreneurial and competitive corporate culture. Its culture focuses more on quality product development and strong, mutually beneficial customer relationship. Toyota is also strongly engaged in the use of innovative technological and advanced mechanisms in its production of automobiles. The much visible efficient customer and employees’ relationship in Toyota has also helped the company to come up with highly competitive products. IKEA which was founded in 1943 by Ingvar Kamprad is Swedish international furniture and home products retail company. IKEA is widely associated with product development and lower prices. It portrays a customer oriented corporate culture that focuses more on the customers and product competitiveness. Apple Inc. which was founded in 1976 is an American consumer electronics and computer software manufacturer and retailer giant. The company is strongly based on a flat organizational structure that encourages mutual customer and employee relationships that also encourage an open entrepreneurial corporate culture to thrive in the company. The entrepreneurial culture enables the company to strategically align employees to their areas of expertise. This helps the company in the development of its innovative and highly creative and successful products in the market. Conclusion Corporate culture is an important aspect of every organization. It influences the standard of behaviors and the kind of goals that members should pursue. This affects change of behavior and attitudes among employees in the organization, thus aligning them with organizational goals and objectives. When members of the organization are aligned with organizational goals and objectives, they perform better. This leads to the overall improvement of organizational performance. Organizational culture that stimulates creativity and innovation influences success in an organization. It increases organizational performance. There is therefore the need for organizations to embrace a favorable organizational culture that motivates the employees. Works Cited Balthazard, Pierre, Robert, Cooke, and Richard, Potter. ‘Dysfunctional Culture, Dysfunctional Organization: Capturing the Behavioral Norms that Form Organizational Culture and Drive Performance.’ Journal of Managerial Psychology 21.7 (2006): 43-59. Print. Bryson, Jane. ‘Dominant, Emergent, and Residual Culture: The Dynamics of Organizational Change.’ Journal of Organizational Change Management 21.2 (2008): 23-39. Print. Hellriegel, Don, John, Slocum, and Richard, Woodman. Organizational Behavior. New York: Southwestern College, 2001. Print. Rothman, Juliet. Cultural Competence in Process and Practice: Building Bridges. Indiana: Indiana University, 2007. Print. Terrence, Eric, and Allan, Deal. Corporate Cultures: The Rites and Rituals of Corporate Life. New York: Wesley Publishers, 1982. Print. Zabid, Abdul, Sambasivan, Murali, and Juliana, Johari. ‘The Influence of Corporate Culture and Organizational Commitment on Performance.’ Journal of Management Development 22.3 (2003): 67-69. Print.

SDCC Real Estate Comparative Market Analysis & Property Analysis Presentation

SDCC Real Estate Comparative Market Analysis & Property Analysis Presentation.

Whether it is an appraiser determining the value of a home for a mortgage lender or a potential listing agent putting together a CMA (Comparative Market Analysis,) recent comparable sales are as important as the subject property itself.Scenario: A licensed real estate agent lives next door to a home that was previously listed for sale and after 6 months of not selling the for sale sign was taken down and the listing was showing as “Expired” in the MLS.Select a property (doesn’t have to be an actual expired listing) can be a home listed for sale that has been on the market for over 30 days or a fictitious listing made up in your community of choice.I am the owner of the “Expired For Sale Listing” and you are emailing me to convince me that my previous agent, with whom my contract is expired, over priced the home. You are estimating how much the market data reflects the home should truly be worth and sharing your supporting information to make your case.You can use any format, formal or informal to make your argument.Some suggestions:q Create a CMAq Write out an email explaining your argumentq Make a PowerPoint presentation.There is no minimum length or data requirement, just the effort to make an attempt to show me that my home was listing way to high above the estimated market value, and why I should hire you to sell my home.
SDCC Real Estate Comparative Market Analysis & Property Analysis Presentation

MGT 530 SEU Companies Supply Chain Management Information Essay

MGT 530 SEU Companies Supply Chain Management Information Essay.

Supply Chain Management (100 points)Visit the websites of three Middle Eastern companies like Al Baik, Almarai, and Emirates Airlines or any others of your choosing. Identify information on the companies’ supply chain management activities.Address the following requirements:Identify your selected companies in no more than three paragraphs.In the remaining pages, break down information you find on purchasing issues, supplier issues, logistics, information systems, quality, and customer service to compare and contrast the supply chains of your selected companies.In your final one or two paragraphs, suggest improvements for each company based on your comparison to the other two.Directions:Your essay is required to be four to five pages in length, which does not include the title page and reference pages, which are never a part of the content minimum requirements.Support your submission with course material concepts, principles, and theories from the textbook and at least three scholarly, peer-reviewed journal articles. Use the Saudi Digital Library to find your resources.Use Saudi Electronic University academic writing standards and follow APA style guidelines.It is strongly encouraged that you submit all assignments into Turnitin prior to submitting them to your instructor for grading. If you are unsure how to submit an assignment into the Originality Check tool, review the Turnitin – Student Guide for step-by-step instructions.
MGT 530 SEU Companies Supply Chain Management Information Essay

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